Standardizing “Best Practices”
by Dean Prigelmeier, President of Proactive Technologies, Inc.
When it comes to the term “best practices” for process-driven tasks, there seems a wide range of understanding of the concept; some better than others. According to Wikipedia, “A best practice is a method or technique that has consistently shown results superior to those achieved with other means, and that is used as a benchmark. In addition, a “best” practice can evolve to become better as improvements are discovered…Best practices are used to maintain quality as an alternative to mandatory legislated standards and can be based on self-assessment or benchmarking. Best practice is a feature of accredited management standards such as ISO 9000 and ISO 14001 – the framework for industry quality programs such as AS9000 and IATF16949. ISO 30414 broadened its focus on best practices with its “Human Resource Management – Guidelines for Internal and External Human Capital Reporting” in an effort to secure an organization’s sustainability with regard to worker technical expertise through establishing documented best practices.
This credible definition of the concept is representative of a consensus opinion that I have seen in the field at organizations who strive for high quality performance. However, how many individual interests derive their best practices, or what they display as their best practices, seems often to operate at the edge of the definition yet close enough to claim that best practices have been achieved. In truth, proclaiming a process as a best practice may be soothing to the locals, it may not have the same credibility with clients, potential clients or auditing agencies.
click here to expandThere are few steps that can help any organization achieve a best practice, which is related to the quality assurance notion of “repeatability.” Each systematic step is important to ensure credibility of use of the title. In addition, this approach helps to minimize the tendency to over-analyze a procedure and dwell on the least important aspects for benchmarks and metrics.
- Define the Task or Procedure – In order to analyze a task/procedure, it must be targeted at the task level, which means: “A unit of work that has a beginning point, ending point and a series of steps in between, and when the steps are performed correctly and in the right order a desired outcome is achieved.” Without clarity of the target task, the process of defining each step of the task as a best practice component may be difficult and/or the sequence can become convoluted.
- Determine Best Practice(s) – If the desired outcome is accurately known, it is easier to define the steps, or “inputs,” that lead to that outcome. Read More
Your “Resident Expert” May Not Be an Expert Trainer, But Easily Could Be
by Stacey Lett, Director of Operations – Eastern U.S. – Proactive Technologies, Inc.
Just because a worker is informally recognized as a “star performer,” it doesn’t necessarily follow that they can be an effective trainer. Employers like to think it is as easy as that, but seldom does it turn out to be the case. However, with a little structure, some tools and a little guidance these resident experts can, and often do, become expert trainers.
If one thinks about how an expert is measured and recognized, it is usually by subjective, mostly anecdotal measures. The worker performs job-related tasks quickly, consistently and completely. This implies few mistakes, performance that is mostly within specifications and standards of performance, and no one can remember anything rejected or returned as scrap or rework.
click here to expandThinking it through a little further, one might struggle to explain how the expert performer developed these traits. Someone showed them how to perform a task, and repetitive performance developed new, retained skills. They are now operating as a “robot” while performing a task, seldom thinking about the subtleties and nuances of each task (filed in memory long ago), which makes them fast, consistent workers – something the employer can notice an appreciate.
But if we ask “who trained this expert,” “how was he or she trained,” or “what specifications and standards were emphasized,” we come up empty. By just playing the role of a trainee, and allowing one of these experts to train you on a task, will reveal a lot as to what the new-hire or cross-trainee can expect. If we compare this expert’s task performance to other peer experts, we probably will notice slight differences in performance between them, which means workers that each trained may be trained differently on the same task. Sometimes these differences can be subtle and of no consequence, sometimes they become a point of contention, lead to confusion and/or unsafe and incorrect task performance.
Every work environment is less than ideal for learning. Production pressures, personality clashes, learning style and teaching style differences, and departmental boundary incursions do not make it easy for a trainer to train or a trainee to learn without structure and guidance. If any of our experts train the next wave of new-hires or cross-trainees without structure, tools and standards – the building blocks of “best practice” performance – some of the expertise might not transfer and the differences between them become more obvious with each wave. This can often lead to frustrating confrontation between shifts, with one shift declaring the other two shifts as incompetent. Read More
Increasing Worker Capacity – An Alternative to Cutting Workers for Short-term Cost Savings
by Stacey Lett, Director of Operations – Eastern U.S. – Proactive Technologies, Inc.
In business, if you encounter market “softness” and believe that the business level that you were previously operating at is now unsustainable – even if for a limited period – you might be tempted to first “cut labor costs” to extend short-term cash flow and/or make the balance sheet appear healthier in pressured by investors. It often becomes a slippery slope that can lead some organizations struggling to get off. Sometimes the pundits’ forecasts were inaccurate or the recovery is swifter than anticipated. Regardless, what appear as a benign short-term solution can have long-term repercussions as the market recovers and the employer is now struggling to regain the capacity the workers afforded, while watching opportunity slip by.
Sometimes investments are made in machinery and technology during the lulls to get ready for the economic up-turn, but too rarely is any effort made to determine the level of each worker’s current capacity (i.e. what percent of the tasks they were hired to “expertly” perform) relative to the job they are currently in and what could be done to increase it to handle not only existing technology and processes, but the new technology and processes as well. One might even think about cross-training workers to build “reserve capacity.”
click here to expandToo often, in this age where every quarterly report has to be as good or better than the one before – actually earnings per share – even if the economy currently doesn’t allow it, well-run businesses are pressured to cut into the bone; driving down wages, cutting benefits and ultimately eliminating workers. Investment in worker training isn’t permitted. It doesn’t take an accounting genius to make sweeping, ill-informed cuts, but it does take a pretty savvy leader to recognize and avoid this perilous track or, worse yet, pick up the pieces after these mistakes have been made. Read More
Enterprise Expansion/Contraction and Worker Development Standardization
by Dean Prigelmeier, President of Proactive Technologies, Inc.
One challenge faced when expanding, contracting or acquiring an enterprise is adjusting the scale of the workforce development strategy(ies) that already exist(s) to the increase/decrease in the number of workers while maintaining a consistent ratio of output, quality yield, safe performance and process compliance. Contrary to an accountant’s perspective on staffing level adjustment, there should be serious consideration given to the range and depth of each worker’s acquired skills; an “inventory” of each employee prior to the official act of expanding or contracting. We take a physical inventory of product, equipment, parts, etc. to assess value, so why would we treat a human asset any different?
Obviously, an expansion strategy is different than a contraction strategy, but when it comes to determining the value of a worker it is similar for both strategies. How an organization addresses the development, measurement and maintenance of that value may differ widely. Let’s look at both scenarios.
click here to expandFor companies expanding, if a sound structured on-the-job training infrastructure is in place it is simply a matter of scaling. More work means more employees that have to be trained before adding value to the operation. Sometimes expansion includes a segway from straight-line scaling, such as new products and services requiring new equipment, which in turns requires new/improved core skills before structured, task-based on-the-job training can be implemented to build upon incumbent worker skill sets. A solid structured on-the-job training infrastructure can easily adapt to new work, new tasks, new technologies and new trainees.
For companies contracting, one would think this would just be scaling but in a negative direction. It usually ends up more complicated than that when work for three different areas are consolidated on top of the work performed by the workers in the fourth area. If left alone this will produce an obvious bottleneck to say the least. With consolidation of the jobs, and therefore the consolidation of the tasks required of workers in each, intuitively it would stand that recipients of these tasks should be trained on the best practice of these new processes and necessary compliance. Otherwise, contraction of an enterprise will continue as overall capacity dwindles and decreasing output results.
In a third scenario, when a company acquires another site or other sites, the acquiring enterprise usually brings in an expert who can unify HR and HRD strategies and already knows how to analyze what is needed. An effective expert will make sure inventories are taken at each site to formulate a strategy on how to consolidate differing systems and policies into one unified system – hopefully flexible enough to accommodate the uniqueness of each site. The process flow follows a logical track: Read More
Read the full January, 2023 Proactive Technologies Report newsletter, including linked industry articles and online presentation schedules.
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